Basic research

Attitudes related to employee satisfaction with work and dedication to the company are of particular interest for the theory of organizational behavior and the practice of human resource management. While the attitudes discussed above have had direct implications, the discussion of job satisfaction focuses on the attitude of employees towards their work, and the discussion of loyalty to the organization focuses on the attitude towards the organization as a whole. Let us first consider the more widely accepted concept of work satisfaction. In the following, we will focus on organizational loyalty as an attitude that has only recently begun to attract the attention of researchers.

What is job satisfaction?

Job satisfaction is the result of employees' perception of how well their work provides for things that are important from their point of view. In the field of organization

social behavior, job satisfaction is considered the most important and most often studied attitude.

There are three most important dimensions of job satisfaction. First, job satisfaction is an emotional response to a job situation.

Second, job satisfaction is often measured by how well the job results meet expectations.

Third, some other attitudes are manifested through satisfaction with work. Some researchers suggest that there are five parameters of work that most accurately characterize it in terms of those affective reactions that it causes in people. These parameters are listed below.

The work itself. The degree to which work provides a person with interesting tasks, opportunities to learn new things, to feel a sense of responsibility for the assigned task.

Payment. The amount of remuneration that is paid for work and how this amount relates to the remuneration received by other members of the organization.

Career opportunities. The ability to advance through the career ladder.

Management. The ability of the leader to provide both technical and moral support.

Co-workers. The degree of technical literacy of colleagues and the level of their social support.

Factors influencing job satisfaction

There are several factors that affect job satisfaction.

The work itself. The main source of satisfaction is, of course, the job itself. The content of the work and the autonomy in its execution are two of the most important motivational factors associated with work. Studies have shown that other important components of job satisfaction are interesting and challenging work, work that leaves no room for boredom, and work that gives a person a certain status.

Payment. The cash reward system is seen as an essential but complex and multifaceted factor in job satisfaction. Money not only empowers people to meet their basic needs, but also contributes to meeting the needs of higher levels. Employees often perceive their salary levels as a reflection of how management evaluates their contribution to the organization. Side benefits are also important, but their role is less significant. One of the reasons for this is that workers often do not even know how much they receive in the form of benefits provided. Moreover, many tend to underestimate these benefits because they do not see their practical value. However, recent research has shown that when workers are able to some degree of self-selection from the generic package provided by the company, which has come to be known as the flexible benefit system (or “cafeteria system”), then they are more satisfied with the benefits and jobs. generally.

Career advancement. Promotional opportunities have a variety of effects on job satisfaction. This is because promotions can take many forms and come with a variety of rewards. For example, people who get promoted for seniority, while enjoying job satisfaction, are not as satisfied as employees who get promoted for the results achieved.

Management. Leadership is also a moderately important factor in the analysis of job satisfaction. There are two main dimensions of leadership that affect job satisfaction. The first is the manager's orientation towards the employee, which is measured by the degree of management's interest in the welfare of their subordinates. As a rule, this interest is manifested in whether the management checks the activities of its subordinate, whether it gives advice on his work, whether he provides assistance, and also

does he communicate with him not only on an official but also on a personal level. In the United States, workers are often dissatisfied with their leaders precisely for these parameters. For example, a recent survey found that fewer than half of respondents receive regular feedback and assistance from managers in solving their problems. In Russia, the results of such studies are not known, however, according to the author's observations, they would be no better, but most likely worse.

Another dimension is involvement or influence; it is illustrated by the activities of those managers who allow their employees to participate in making decisions that are directly related to their work. In most cases, this approach leads to an increased sense of job satisfaction. In particular, an in-depth meta-analysis concluded that employee involvement in decision-making does indeed have a positive effect on job satisfaction. The overall climate of engagement a manager creates has a greater impact on job satisfaction than participation in a limited range of decisions.

Working groups. The very nature of work groups has a direct impact on job satisfaction. Benevolent, helpful colleagues are in themselves a certain source of work satisfaction for the individual. The work group serves as a source of support, comfort, advice and assistance for the individual worker. In cases where the opposite situation is observed, i.e. when people are difficult to get along with, this factor has a negative impact on job satisfaction.

Working conditions. Working conditions are another factor that has a moderate effect on job satisfaction. If the conditions are good (for example, the work area is clean and attractive), it will be easier for staff to cope with their work. Poor working conditions (such as hot or noisy rooms) make it more difficult for employees to do their jobs. If all is well, there will be no problems with job satisfaction; if things go wrong, problems are bound to arise.

Most people do not pay much attention to working conditions, unless they are flagrantly bad. Moreover, multiple complaints about working conditions often indicate other problems.

- Give examples

Consequences of job satisfaction.

Job satisfaction appears to be desirable both from the point of view of the individual worker and society as a whole. Nevertheless, pragmatically speaking, from the standpoint of effective management of personnel and the organization as a whole, it is important to determine how exactly job satisfaction relates to the results of production activities. In other words, if employees are satisfied with their jobs, does that mean they will perform better, and will the productivity of the organization as a whole increase? However, if satisfaction is low, will there be problems with productivity and low efficiency?

Job satisfaction and labor productivity. The lack of a direct relationship between job satisfaction and job performance over the years has amazed researchers. Indeed, it is natural to assume a direct relationship between job satisfaction and job performance, but the findings show that there is no strong relationship between the two. In particular, the meta-analysis of the scientific literature on this issue shows that only in 17 cases out of 100 it is possible to find a direct relationship between these two parameters. Employees who are not always satisfied are characterized by the highest productivity. There are various variables that influence this relationship. The most important of these factors, apparently, is the material incentives for workers. If people receive material rewards, which they consider adequate, their satisfaction increases, and with it, as a rule, labor productivity. Further, evidence has recently been obtained that, even if satisfactory

creativity by work does not lead to an increase in the productivity of individual workers, it can cause positive changes at the level of the organization as a whole. Finally, there is still a lively debate about whether job satisfaction leads to higher productivity, or, conversely, higher productivity leads to job satisfaction.

Job satisfaction and staff turnover. Does it lead high degree employee satisfaction with their work to low staff turnover? In contrast to labor productivity, a certain pattern can be noted in the relationship between job satisfaction and staff turnover. A high degree of satisfaction cannot by itself keep turnover low, but it can certainly make a significant difference.

On the one hand, in the case of low job satisfaction, there is a high probability of high staff turnover. One group of researchers found that for women between the ages of 18 and 25, their job satisfaction predicted whether they would change jobs. On the other hand, as the length of service (length of employment in a given company) increases, the likelihood of their transfer to another job decreases. Seniority and work experience for men is a significant factor in neutralizing feelings of dissatisfaction with their jobs over time.

There are also other factors, such as organizational dedication (discussed in the next section), that play an important role in determining the relationship between job satisfaction and employee turnover. Some people simply cannot imagine themselves elsewhere, so they stay at work, regardless of the degree of satisfaction. Another factor is the overall health of the economy. When the economic situation is stable and unemployment is low, turnover tends to rise as people start looking for better jobs in other organizations. Even if they are satisfied with the job at hand, many will still want to leave if better opportunities are available elsewhere. When the opposite situation is observed, i.e. if there is a shortage of jobs, workers will stay at their jobs, even if they are not satisfied with it. Summing up the above, it should be noted that job satisfaction plays an important role in determining employee turnover. While a complete lack of staff turnover is not always beneficial for an organization, keeping it low tends to have a beneficial effect on the organization by reducing training costs and the costs of employing inexperienced workers in the workplace.

Job satisfaction and absenteeism. Studies show quite convincingly an inverse proportional relationship between job satisfaction and absenteeism. If the level of satisfaction is high, the number of absenteeism is insignificant; if it is low, the number increases. However, as in other cases, there are some mediating factors, such as people's awareness of the importance of their work. Also, keep in mind that if high job satisfaction does not necessarily lead to fewer absenteeism, then low job satisfaction is likely to increase absenteeism.

Other consequences of job satisfaction. In addition to those mentioned above, there are other consequences of high job satisfaction. Research shows that workers who experience a sense of job satisfaction have better physical and mental health, acquire skills more quickly, and are less likely to experience work-related injuries and complain.

Employees who are satisfied with their work are more likely to demonstrate examples of pro-social (“civic”) behavior and actions, for example, they are more likely to help colleagues or clients and generally show a tendency to cooperate.

In the very general plan Organizational behavior researchers, as well as practitioners alike, believe that job satisfaction is very important to an organization. The negative impact of low satisfaction on the organization is an undeniable fact. Therefore, even if job satisfaction is considered as a minimum requirement, job satisfaction is of some value.

for the overall health and effectiveness of the organization and therefore deserves study and use in the field of organizational behavior.

1

A factor analysis of job satisfaction of the organization's employees was carried out (using the example of Burenie LLC, which carries out industrial drilling of water wells), and the following priority factors influencing it were identified: incentives for labor from the management; the opportunity for career growth in this organization; the presence of a high degree of social protection of employees; the interest of workers in a position with a more profitable social package, but with a lower level of wages. The hypotheses put forward about the high job satisfaction of men over 45, occupying top and middle management positions, and low job satisfaction of young women (up to 25 years old) have been confirmed. This is due to the fact that the former, being in high positions, achieved a satisfying status and material result, while the latter, being at a young age, are in search of a more suitable job.

job satisfaction

organization

job satisfaction factors

1. American Institute of Public Opinion. Official web-site: www.gallup.com.

2. Hersberg F., Mausner B., Snyderman B. The motivation to work. - New-York Wiley, 1963 .-- 157 p.

3. Hodson R. Gender Differences in Job Satisfaction: Why Aren’t Women More Dissatisfied? The Sociological Quarterly, Vol. 30, no. 3 (Autumn, 1989), pp. 385-399

4. Kabasheva I.A., Rudaleva I.A. Assessment of Material Job Satisfaction of Health Workers, 3rd International Conference on Economics, Political and Law Science, Brasov, 2014, pp. 32–41 http://www.wseas.us/e-library/conferences/2014/Brasov/FINANCE/FINANCE-00.pdf.

5. Kabasheva I.A., Rudaleva I.A. Factor analysis of labor satisfaction of the managerial staff working in an organization, Life Science Journal, 2014, 11 (12), pp.157-161 http://www.lifesciencesite.com/lsj/life1112/025_26211life111214_ 157_161.pdf.

6. Keith A. Bender, Susan M. Donohue, John S. Heywood Job Satisfaction and Gender Segregation. Oxford Economic Papers, New Series, Vol. 57, no. 3 (Jul., 2005), pp. 479-496.

7. Scott W.S. The development of semantic differential scales admeasures of "morale". Personnel Psychology, 1967, Vol. 20, pp. 179-198.

8. Scott W.S., Rowland R. The generality and significance of semantic differential scales on measures of "morale". Organizational Behavior and Human Performance, 1970, Vol. 5, pp. 576-591.

9. Smith P.S., Kendall L.M., Hulin C.L. The measurement of satisfaction in work and retirement. Chicago Rand McNally, 1969.

10. Sobel R.St. Test of per-goal and post-goal models of satisfaction without comes. Dissertation Abstracts Internation, 1971, Vol. 31 (12-B), pp. 7649.

Considerable attention is paid to job satisfaction in socio-economic studies, which reveal both the essential and meaningful content of the studied category, and the disclosure of its fundamental characteristics in conjunction with various aspects of human economic life.

In the widely known concept of two-factor job satisfaction by F. Herzberg, all the variety of factors affecting job satisfaction is divided into two groups. The first - motivators, lead to an increase in job satisfaction, but in their absence, dissatisfaction is not necessary. These include an internal interest in work, promotion, responsibility and achievement, recognition. The second group - hygienic, is represented by factors, with the deficiency of which there is dissatisfaction with work, but their optimal state is not able to increase satisfaction - pay and working conditions, interpersonal relations, employment, safety. However, in practice, it seems that factors located in different groups can not only change places, but also simultaneously be included in both one and another group. This is possible due to the fact that the criterion for dividing factors into two groups in F. Herzberg's model is human behavior, and not his, for example, opinion. Therefore, it is natural for a person to attribute his failures to external circumstances, and his successes - to his own efforts.

American researchers of one of the recognized tools for measuring job satisfaction (Cornell Labor Discretionary Index - JDI) break the satisfaction factors into five large groups: salary, career, psychological climate, relationship with management and work itself.

Studies by Scott W.S., Rowland R., Sobel R.St. satisfaction with work is considered in its multidimensional manifestation, determined by internal satisfaction - actually performed work and external - satisfaction wages and career growth. At the same time taken into account social aspect problems, expressed in satisfaction with the management and the work collective. In their opinion, job satisfaction acts as an estimated generalized representation of the employee not only about the results of his work, but also about the process of labor activity itself, the degree of involvement and working conditions.

This opinion is confirmed in the studies of I.A. Kabasheva, I.A.Rudaleva, who identified the determinants of job satisfaction among medical workers and administrative and managerial personnel: favorable working conditions, bonuses and encouragement from the management.

The gender difference in job satisfaction focuses on significant amount scientific research, the conclusions from which are very ambiguous. Thus, R. Hodson's works prove that the difference in job satisfaction between men and women is insignificant. Whereas K. Bender states the necessity of compulsory consideration of professional and qualification characteristics of work, since women experience a lower degree of job satisfaction if they are involved in professions that are considered primordially male.

More recent research on the attitudes of the employed population towards their work as part of the State of the Global Workplace study research center Gallup International (2011-2012, 225,000 people surveyed in 142 countries of the world) showed the following results. Almost 2/3 (63%) of workers worldwide are dissatisfied with their work performance, lacking the involvement and motivation to improve their work efficiency. A quarter (24%) of surveyed workers worldwide experience extreme dissatisfaction with their work in general, which results in unproductiveness and hostility towards the employer. And only 13% of employees around the world enjoy their work and, as a result, strive for career growth in their company and make every effort for its prosperity. The data for Russia are generally close to the averages for other countries.

The noted increase in dissatisfaction with one's work activity is a serious signal of the relative disadvantage of a modern worker and actualizes the search for factors and characteristics that have a significant impact on the studied category.

In our research, we proceed from the assumption that job satisfaction is characterized as the achieved embodiment of a person's expectations from the material, socio-psychological and socially significant results of his work. This is seen as a positive contribution to the activities of their organization, directly contributing to sustainable development not only companies and local communities, but also countries in the process of rehabilitating the world economy after the economic crisis.

The aim of the undertaken research is to identify the factors that act as determinants in the satisfaction of employees with the process of their labor activity, as well as to reveal the reasons that have a negative impact on it.

LLC "Burenie", which carries out industrial drilling of water wells, was selected as the object of the study.

During the study, the following hypotheses were put forward:

Hypothesis 1. Men in high positions are often satisfied with their jobs.

Hypothesis 2. Women under the age of 25 are not satisfied with their work.

Hypothesis 3. Employees who are satisfied with the organization of work in a team are satisfied with their work.

The number of employees who participated in the survey was 100 people, including 88 women (85% of the total respondents); 12 people are men (12% of the total number of respondents), and 8 of them are top managers, 2 are middle managers, 2 are technical executors.

The age of the interviewed employees is: up to 25 years old - 13 people, from 25 to 35 years old - 13 people, from 35 to 45 years old - 36 people, from 45 to 55 years old - 24 people, over 55 years old - 14 people.

To study the level of satisfaction of employees of the organization, a questionnaire method was chosen. All questions of the employee questionnaire are divided into 7 blocks - the first block general issues(5 questions), the remaining six blocks allow us to determine the reasons for the satisfaction of employees of a given organization: relationships with management, relationships with colleagues; promotion and career opportunities; the level of non-material incentives; labor process; salary.

In order to quantify the level of satisfaction, employees were asked appropriate questions with five answer options (1 to 5) for each question in accordance with the Harrington scale. The use of verbal assessment scales is due to the fact that for a number of indicators, the assessment of the organizational structure cannot be made directly in numerical form. Numerical values ​​are assigned to such assessments using the Harrington scale, thanks to which the degree of expression of the criterion property is assessed. The results are shown in the figure.

The level of satisfaction of employees with their professional activities

The figure shows that the majority of Burenie LLC employees were satisfied with their work.

To determine the level of satisfaction of employees with their professional activities, the following model was built:

Y = 0.2459 + 0.2024x1 + 0.2773x2 - 0.2773x3 + 0.2773x4 + 0.2773x5 + 0.2773x6 + 0.2773x7,

where Y is the level of satisfaction with the performed professional activity.

Table 1

Factors included in the model

Factor name	Answer options
х1 - employee's age	1.up to 25 years old; 2. from 25 to 35 years old; 3. from 35 to 45 years old; 4. from 45 to 55 years old; 5.more than 55 years old
х2 - encouragement of the employee for work by the management	2. more likely yes than no; 3. find it difficult to answer; 4. more likely no than yes;
х3 - an opportunity for career growth in this organization	2. more likely yes than no; 3. find it difficult to answer; 4. more likely no than yes;
х4 - getting the employee pleasure from the work performed	2. more likely yes than no; 3. find it difficult to answer; 4. more likely no than yes;
х5 - priority of getting job satisfaction rather than high earnings	2. more likely yes than no; 3. find it difficult to answer; 4. more likely no than yes;
х6 - the presence of a higher degree of social protection of employees in comparison with employees of most other organizations	2. more likely yes than no; 3. find it difficult to answer; 4. more likely no than yes;
х7 - the interest of employees in a position with a more profitable social package, but with a lower level of wages	2. more likely yes than no; 3. find it difficult to answer; 4. more likely no than yes;

table 2

Least squares using observations 1-100, dependent variable: v21

	Coefficient	Art. error	t-statistics	P-value

Notes:

The constructed model is qualitative, since the coefficient of determination is 0.5151, which means that the factors taken into account in the model explain the level of employee satisfaction by 51.51%. Moreover, in the constructed model, the P-value is 3.29e-12, which also indicates its high quality and an error probability of 1%, thus the reliability is 99%.

The reliability of the model, determined by comparing the standard error and the coefficient of determination, was 0.15, which is less than the coefficient of determination (0.5151). Accordingly, according to this criterion, the constructed model is reliable.

According to the results of the study, the model was analyzed for multicollinearity, which showed its absence, and White's test for heteroscedasticity. Null hypothesis: no heteroscedasticity.

Hypothesis 1. Men in high positions are more likely to be satisfied with their jobs. 17% of the men surveyed in senior management positions are completely satisfied with their work. 50% of the male executives surveyed are more satisfied with their jobs than not. This can be explained by the fact that men in high positions have achieved a significant status and material result that satisfies them.

Hypothesis 2. Women under the age of 25 are not satisfied with their work. The hypothesis is confirmed, since the majority of the surveyed women under the age of 25 (22.4%) are rather dissatisfied with their work. This, I think, can be explained by the fact that, due to their young age, they are in search of a more suitable job for them.

Hypothesis 3. Employees who are satisfied with the organization of work in a team are most likely satisfied with their work. 45% of the respondents, satisfied with the organization of work in a team, are satisfied with their work as a whole, since the organization of work is important factor when choosing a job.

In the course of the research it was revealed that the following factors influence the level of employee satisfaction: the age of the employee; encouragement of the employee for work by the management; the opportunity for career growth in this organization; the employee getting pleasure from the work performed; the presence of a high degree of social protection of employees; the interest of workers in a position with a more profitable social package, but with a lower level of wages.

Reviewers:

Kundakchyan R.M., Doctor of Economics, Professor, Head. chair economic theory, Institute of Management, Economics and Finance, Kazan (Volga Region) Federal University, Kazan;

Smirnov A.A., Doctor of Economics, Professor, Department of Small and Medium Business Management, Institute of Management, Economics and Finance, Mariyskiy State University, Yoshkar-Ola.

The work was received on October 17, 2014.

Bibliographic reference

Rudaleva I.A., Kabasheva I.A. FACTORS OF LABOR SATISFACTION OF EMPLOYEES OF THE ORGANIZATION // Fundamental research. - 2014. - No. 11-4. - S. 872-876;
URL: http://fundamental-research.ru/ru/article/view?id=35648 (date of access: 31.03.2019). We bring to your attention the journals published by the "Academy of Natural Sciences"

How to determine the degree of job satisfaction, what factors influence job satisfaction, how it affects productivity - about this in the materials of the article.

From the article you will learn:

What is job satisfaction

Job satisfaction is positive emotional condition, which arises from the employee as a result of the assessment of his activities. The two sides of the objective process are motivation and satisfaction. In this case, motivation refers to explaining the validity of all behavior in the workplace. And the feeling of satisfaction arises as a result of perception in the process of the work itself.

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Well-applied work satisfaction methods contribute to:

• decrease in staff turnover;
• reducing the total number of absenteeism;
• stabilization of moral and physical health;
• increased productivity;
• reducing the incidence of injuries.

Workers quickly acquire the relevant skills required to perform job duties, willingly go to contact and cooperation, often help colleagues and clients with difficult questions.

Job satisfaction is considered emotional reaction personnel to a working situation, which is based on the principles: "like", "dislike", "love", "dislike". This can be viewed as a single setting, or applied to a variety of different parts of the entire workflow.

Assessment of job satisfaction gives freedom in the form of individual interpretation. Some employees are satisfied with their activities, taking into account pay, others - with the direct nature of the work itself, and still others - with the social climate in the team. When considering issues it is quite difficult to focus on indicators alone. The complex structure raises certain doubts about the unambiguous interpretation of the definition.

Direct questions about employee satisfaction with work do not carry specific information, since they cannot be interpreted unambiguously. Accordingly, according to most psychologists and researchers, it is pointless to ask such questions to a specific employee.

Job satisfaction scores are based on five dimensions of work:

Work as such	If they provide interesting tasks, the opportunity to learn new things, to experience a "sense of responsibility" for the corresponding assigned task
Reward	If you are satisfied with the pay and the additional benefits that the employee is encouraged to provide
Promotion	Opportunity for career growth is provided
The manual	If the manager provides technical and moral support to his employees
Colleagues	Colleagues have a high degree of competence and appropriate level social support

Work satisfaction techniques by example

High job satisfaction is the driver of outstanding results. Many companies have built their model of success on this principle. Now many managers are coming to the conclusion that a high level of staff loyalty is one of the drivers of outstanding results. But it is extremely important that this indicator is based on prevailing ... After all, contentment in itself is not engagement and does not always presuppose it.

Satisfaction based on stability, salary and social benefits, of course, minimizes staff churn, but does not motivate people to work better and more, does not encourage them to strive to do everything to achieve maximum results. That is, the staff can be satisfied and loyal, but at the same time inert. In this case, it is a rather dubious asset for the company. Whether a business achieves maximum results or not depends on the involvement of staff.

Therefore, it is very important that the level of satisfaction is based on factors such as understanding the goals and objectives of the company, awareness of their own contribution to the overall result, recognition and evaluation of employees' performance, the ability to see their own in company.

Satisfaction is a sign that employees are doing well and not being lazy, and this is the main condition without which it is impossible to ensure that employees work with high dedication and achieve significant results.

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What are the methods for researching job satisfaction

Job satisfaction surveys are based on assessment elements:

• volume of work performed;
• the level of labor intensity;
• organization and content;
• sanitary and hygienic conditions;
• working hours and labor regime;
• the size of earnings;
• the procedure for distributing premiums;
• relationship with management;
• relationships with colleagues;
• opportunities for qualification growth;
• receiving additional benefits;
• the general objectivity of the assessment of labor activity.

When researching staff satisfaction with work, it is rational to take into account that certain people traits are inherent that predispose to satisfaction, others to dissatisfaction with work. This does not depend on the actual situation in the production itself. Some are comfortable with all work situations, others with none of them. A positive response is positive affectivity. Negative - negative affectivity. A positive correlation leads to job satisfaction, a negative one always remains negative.

The study of the factors of job satisfaction is dictated by the determination of the relationship between the degree of satisfaction and labor productivity. Satisfied staff will always demonstrate high productivity - this hypothesis has not found empirical support.

According to the research carried out, only in 17-18 cases of 100 of them a direct relationship was found between job satisfaction and high productivity. L. Porter and E. Lawler confirmed that the degree of contribution of each employee increases the received remuneration, and it can be directly related to the level .

In organizations, it is rational to periodically conduct research on the level of employee satisfaction. This will allow you to take appropriate action in a timely manner to help prevent and resolve further problems. By providing feedback, employees will have the opportunity to release all negative emotions.

Most effective view research is an anonymous questionnaire that allows you to obtain accurate and reliable information about the degree of job satisfaction and further analysis, on the basis of which will be carried out according changes.

It should be borne in mind that the degree of sensitivity or concern of the respondents may be different. If other employees do not know about the results of the questionnaire, and the manager does not see the data of the person who answered the questions, the most effective questionnaire will be obtained, which will help to conduct necessary changes and improvements.

Most researchers recommend using a treasured satisfaction scale. Questions are developed taking into account the specifics of the organization's activities. Porter recommends using a 15-statement questionnaire. It addresses issues of autonomy, respect, security, self-actualization needs and social needs.

How labor motivation affects job satisfaction

Labor motivation and job satisfaction can be linked if optimal directions of motivation are developed. Sources of satisfaction are the most important component and basis of work motivation. High level of motivation leads to an increase in labor and performance discipline. This contributes to an increase in labor productivity. But at the same time, it cannot be said that a high level of one indicator always leads to the highest possible labor results.

When analyzing, it should be borne in mind that dissatisfaction always leads to negative consequences. There is a decrease in labor and performance discipline, an increase in staff turnover, and an increase in the number of absenteeism. Accordingly, if job satisfaction does not always contribute to increased productivity, then dissatisfaction almost always leads to negative consequences.

When creating a motivating environment, techniques should be developed and implemented that will actually impact performance and motivation. When systematically considering the issues of increasing job satisfaction, the specifics of the work performed, the personal characteristics of employees and the characteristics of the situation in which .

If the employer plans to receive maximum level feedback from all staff, it is worth taking care of creating a motivating atmosphere that will truly suit all employees. The work environment has a direct impact on motivation. A

Job satisfaction- an emotionally colored evaluative representation of the subject of activity about the result of his labor activity, about the process of work itself and the external conditions in which it is carried out. Within the current psychological science generally accepted and generally recognized as the most heuristic and interpretive resource in this area is considered two-factor "-motivational-hygienic" - the theory of job satisfaction by F.-Herzberger. Conditionally designated as motivational criteria include the actual meaningful characteristics of work, the success and achievements of an individual or a group in work, prospects of qualification and professional, including career growth, recognition from the social environment, in particular, indicators of prestigious and "image" - character. The hygienic criteria conventionally referred to as an increase include ergonomic working conditions, the level of material remuneration, leadership style, character interpersonal relationships in the work collective. It should be specially noted that job satisfaction, as a rule, increases with the optimization of "-motivational" - factors. In the case of "-hygienic" - indicators, dissatisfaction with work most often decreases, but the indicator of work satisfaction does not always change. At the same time, it is clear that the strict division of factors influencing the degree of job satisfaction into "-motivational" and "-hygienic" is rather arbitrary, since in a number of cases it is the "-hygienic" factors that act as motivationally determining activity as a separate the individual and the group as a whole. In addition, it is necessary to specifically stipulate the fact that in groups of different levels of socio-psychological development, the "-specific weight" of various factors of job satisfaction also differs. So, for example, in groups high level development "-motivational" - a component and such an indicator as "-system of relationships" -, in the theory of F.-Herzberger included in the list of "-hygienic" - factors, as a rule, are of decisive importance for a positive subjective vision and assessment of their labor activity , while for groups low level development, indicators such as wages and ergonomic working conditions are often decisive.

Job satisfaction, as shown by numerous studies, acts as a serious component of the socio-psychological climate in the team, being both an essential base for the formation and implementation of a positive psychological atmosphere in the group, and at the same time a consequence of established positive relationships between employees. As for the effectiveness of activity, for an adequate assessment of this paramount parameter of the social activity of an individual and a group, taking into account such a subjective factor as job satisfaction is a necessary condition.

In the process of operationalizing F.-Herzberg's theory, organizational psychologists J.-Hackman and J.-Oldham identified five basic factors that, from their point of view, are necessary for the work to be perceived by the employees of the organization as meaningful, interesting and satisfying. These include:

"-1. Variety of skills. More meaningful are those jobs that require many, rather than one or several different skills.

2. Identity of the task. Works that make up a coherent whole are more meaningful than works that are only a fraction of the whole work.

3. The importance of the assignment. Jobs that are important to other people are more meaningful than unimportant jobs.

4. Autonomy. Jobs in which a person can exercise independence, exercise freedom, and make decisions about how to get the job done are more meaningful than jobs that do not provide such opportunities.

5. Feedback related to work. Works which include Feedback, concerning how the employee performs his work, is more meaningful than work without feedback "-.

And yet, the results of fifteen years of research by F.-Herzberg and his colleagues do not allow to draw a clear line between hygienic and motivating factors. This partial verification is typical for all so-called dispositional theories of labor motivation. This group of approaches, describing the structure of labor motivation and the conditions of job satisfaction, traditionally include A.-Maslow's hierarchical model of needs, S.-Alderfer's ERG-theory and D.-McKelland's theory of needs for achievements.

The theory of S.-Alderfer, in essence, is a modification of the hierarchical model of A.-Maslow: "-The starting point of this theory is the hypothesis of the existence of three groups of needs, listed in the order from the most specific to the least specific ... These needs for existence ( existence - E), relatedness - R and growth (G) ... According to ERG theory, if efforts aimed at meeting the needs of any level constantly lead to frustration, then a person can regress ... to behavior that satisfies more specific needs. An employee who is not able to meet the needs for personal growth, can stop at the fact that he will do his job only as much as necessary, so as not to lose his place and satisfy social needs(the need for communication), that is, the needs of a lower level. " on the breadth of the spectrum of needs that can be realized in the labor activity.

It must be said that the ERG theory, like all other dispositional theories of motivation, has not received an exhaustive empirical confirmation. However, the general advantage of these approaches is their simplicity and a high degree of adaptability to solving practical tasks v specific conditions of a particular organization.

If all dispositional theories in one way or another proceed from the presence of certain needs in the individual, which in the classical interpretation of A.-Maslow are innate, can be quite abstract, irrational and not always conscious, then cognitive theories of labor motivation proceed from the fact that motivation is always "-... a conscious choice made through a complex decision-making process that compares options, weighs costs and benefits, and estimates the likelihood of achieving desired results." Therefore, job satisfaction in cognitive approaches ultimately depends on compliance real result activities to the expectations of the individual. However, each of these approaches has its own nuances.

The theory of general expectations was developed in the late 60s. last century on the basis of research by a large group of organizational psychologists, in particular, V.-Vroom, J.-Campbell, L.-Porter, I.-Lawler, etc. It proceeds from the fact that there are four groups of interrelated variables, the totality of which mediates the expectations of the individual, the level of his labor activity, and ultimately the results of labor activity and the degree of satisfaction with it. These include: expectation of a certain level of work performance depending on effort, expectation of a result depending on the level of work performance, tooling and value.

"-Expectation of a certain level of work performance, depending on the effort ... reflects the belief that the effort will lead to the achievement of the desired level of work performance. ... This probability is highly dependent on the person's assessment of their own skills and knowledge regarding the work, on the expectations of others people as well as peer support and the beneficial effects of working conditions and other environmental variables.

Expectation of the result depending on the level of work performance. This probabilistic concept, similar to the previous one, reflects the belief that certain direct outcomes (or first-tier outcomes) will follow the completion of the job, from pay increases, promotions and a sense of achievement to recognition, increased workload and longer hours of work. ...

Instrumentality is the utility of a certain behavior or result in terms of achieving some other significant goal - this variable reflects the belief that there is a connection between behavior ... and the achievement of this goal ... The concept of instrumentality is especially relevant for work results of the second level - these are desirable consequences that do not follow directly from work activity, but become possible due to the direct results (first level) of work behavior ... Value. A certain value is attributed to the results of the first and second levels (sometimes it is called valence) - this is a variable reflecting the degree of attractiveness of the results for a person. The increase in wages (the result of the first level), which arises from the promotion, can have a high positive value, because it is instrumental for the achievement of the results of the second level, which are positively evaluated by the employee, for example, a higher standard of living. "

Although, as already noted, the theory of general expectations is based on completely different methodological premises than dispositional theories, it is easy to notice certain parallels, in particular, the two-level structure of expected results of activity, which are obviously associated with the hierarchy of human needs. On the whole, this approach seems to be rather complicated and eclectic, which significantly complicates its practical use. Moreover, as L.-Jwell notes, although "-many hypotheses based on the theory of general expectations are confirmed in various studies, ... the proof of the correctness of this model as a whole has not been obtained "-.

The theory of justice by J.-Adams seems to be much more convenient from a practical point of view in assessing the degree of satisfaction with work. According to this concept, "- people compare the ratio between what they get in their work situation (their results), and the efforts expended on it (their investments) with the ratio of the results and investments of other people. The results include wages, status and job level. The most significant investments are ... skills, knowledge, experience, work experience and education "-. According to the theory of justice, job satisfaction will be high if the individual result / effort ratio is equal to or slightly higher than the average value for the given type of activity. It is quite obvious that satisfaction drops sharply if this ratio is below average - this situation is perceived as a clear injustice. However, as shown by a number of studies, job satisfaction often decreases in cases where this ratio is significantly higher than the average. Many individuals in such cases feel a sense of guilt and seek to get rid of it by increasing their contribution to work, thereby correcting the revealed injustice.

The main disadvantage of the theory of justice is that, within its framework, it is significantly limited, and in a number of cases it is simply impossible to take into account such factors that determine job satisfaction as the system of interpersonal relations, the status-role position of an individual in an informal group structure, etc.

To date, organizational psychology has accumulated a huge amount of data related to the problem of job satisfaction. Their analysis revealed a number of interesting patterns.

In particular, it was established, "-... that throughout the entire period of a person's labor activity, his job satisfaction changes both upward and downward. age group Between 20 and 30 years of age, job satisfaction declines as the gap between the ideals and realities of working in a particular position becomes apparent (& ldquo-shock when faced with reality & rdquo-). As a person adapts to these realities and achieves certain professional goals, his satisfaction gradually increases - it peaks at the age of about 40 years. This period is followed by a mid-career crisis, which usually occurs between the ages of 45 and 50. After this crisis is resolved, the level of satisfaction rises again, but starts to fall again when the person prepares for retirement (& ldquo-pre-retirement age & rdquo -) "-.

Another large block of research was aimed at identifying the relationship between job satisfaction and the quality of its performance. Contrary to expectations, a number of studies have not directly supported the assumption that satisfaction leads to better job performance. Such results may be explained by the fact that job satisfaction is largely a subjective characteristic that largely depends on personality traits the individual.

V last years in psychology, a point of view has been formed according to which job satisfaction is mediated, first of all, not by objective environmental parameters, but by the general inclination of a particular individual to "-positive affectivity" - (a positive perception of the world - to put it simply, to optimism), or to "-negative affectivity "- (negative perception, or pessimism). As L. -Jwell reports, "- there is now a lot of data confirming the existence of a positive correlation between the assessments of positive affectivity and greater job satisfaction" -.

A practical social psychologist, when fulfilling his professional tasks, must clearly take into account the degree of satisfaction with the work of both the group as a whole and each of its members separately, since, without knowing this picture in in full, he will not be able to adequately stimulate the pro-social activity of the community, nor to predict the processes of group formation and personal development in it.

526 Jewell -L. Industrial-organizational psychology. SPb., 2001.S. 250.

527 Jewell -L. Industrial-organizational psychology. SPb., 2001.S. 249, 253.

528 Ibid. S. 254-255.

529 Jewell -L. Industrial-organizational psychology. SPb., 2001.S. 256.

530 Ibid. P. 257.

531 Ibid. P. 283.

532 Jewell -L. Industrial-organizational psychology. SPb., 2001.S. 285.

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